BUSMAN 101

Human Behavior in Organization (Organizational Behavior)

Topic 5– The Individual in Organization; Work and Work
Attitudes
Individual in the Organization
A study of the individual in an organization is important, for the bulk
of the adult population spends more than a third of its waking hours
in the organization by which it is employed.
And for most people, formal organizations represent a major part of
the environment that exerts a significant effect upon their behavior.
One of the essential features of an industrial society is that most of its
productive work is carried out in organizations.
The society in which we live today is a complicated one – we find
discontinuity between the places where we work for a living and the
places where we find our recreation, social activities and family life.
Organization operates in complex system of values and relationship
which may be conceptualized as a social system.
To show the individuals status and role within the organization, a
brief discussion of organization as a social system is here presented.
Social System
A system may be defined as a series of interrelated and interdependent
parts, such that the interaction or interplay of any of the subsystems
(parts) affects the whole in an organization.
The human being, for example is a system.
In a business firm, accounting section does not work independently
from manufacturing, marketing, legal sections and others.
All areas or sections within the organization function in a coordinate
way to be effectively productive for progress.
A social system is a complex set of human relationships interacting in
many ways. Within a single organization, the social system includes
all the people in it and their relationships to one another and to the
Two points stand out in the complex interactions among people in
a social system.
For our purpose we shall briefly discuss the human organization and
social organization to show the individual’s relation to the total
system.
This organization operates in a complex system of values and
relationships which may be conceptualized as a social system.
Organizations are social systems in that each organization is made
up of people, and has a defined purpose that is subscribed by the
individuals that comprise the organization.
Each organization depends on norms and rules as enforcement
mechanisms to restrain the individual behavior of the people (actors).
An organizational system is the structure of how an organization is set
up. ... Broken down even further, an organizational structure defines
how each role in an organization functions.
With a well-defined organizational structure in place, all employees
know what is expected of them and to whom they report.
Human Organization
Human Organization as a system can be likened to a human model
using the biological approach which considers the nervous system,
circulatory, digestive, etc. system as separate system.
Each of these individual systems is a subsystem of the total system
which is interrelated and interdependent.
In addition to this model the psychological perspective of human
system will also be considered.
The important variables – feelings, values, and norms of behavior all
interact with other variables.
These are influenced by other variables.
As we discuss human behavior in the organization, we use the
psychological-biological perspective to study human being as a
complete system and also sub-system of the social organization and
of society as a whole.
In the system of roles each individual has a specific role to play with
each of the roles coordinated with a more integrated pattern.

Role as applied here is the sum total of behavior patterns expected of a person in his activities which involves other roles.
The position people occupy in society are established with reference to the needs and value of that society.

An example is an employee - in the office, he is a male accountant, a diligent worker, a person looked-up to for his good
human relations.
When he steps out of the office , his role as an accountant changes as he becomes a citizen whose role is to obey
ordinances, a customer, a Rotarian or a political party member or a leader.
When he gets home his dominant role is that of a husband, a father
and an adviser to his family household.
His previous roles do not disappear as they change but becomes less
prominent as his activities involving other change.
A status is a position that has been accorded to an individual in a
society system which implies a collection of rights and duties.
Status is important in the interpersonal relationships of the particular
group where the status is accorded.
Status ranks people on different levels.
A bank manager at the Urban Bank has a status of an executive and
when he attends at the Board of Directors meeting, he is a mere
member of the board.
Individuals not only have multiple statuses but they may change,
sometimes rapidly, with changing positions, situations and
circumstances.
Status may be fixed and beyond the control of the individual (skin
color or ancestry) this is ascribed status.
Position subject to control by individuals are achieved status.
The more open a society, the more important achieved status there
will be.
As individuals have multiple statuses so they have many roles
appropriate to each status.
 In the case of the executive, he may be as concerned about his
fulfillment of the role of a husband and a father insofar as it affects
the state of their bank account.
Multiple roles may cause problems, in that an individual may not
recognize what is called for in a new and different status.
A new trainee in the bank may have some uneasy moments in the
organization until he learns what is that must be on or off the job.
Multiple roles can cause further problems arising from the inability of
the individual to make a complete shift in behavior as a change in
status occurs.
Role conflict occurs when there are incompatible demands placed
upon a person relating to their job or position.
People experience role conflict when they find themselves pulled in
various directions as they try to respond to the many statuses they
hold.
Individuals not only have multiple statuses but they may change,
sometimes rapidly, with changing positions, situations and
circumstances.
Status may be fixed and beyond the control of the individual (skin
color or ancestry) this is ascribed status.
Position subject to control by individuals are achieved status.
The more open a society, the more important achieved status there
will be.
As individuals have multiple statuses so they have many roles
appropriate to each status.
The following are some views and concepts about organization.
Organization means the social units (human groupings) deliberately
constructed and reconstructed to seek specific goals.
An organization is a mechanism or structure that enables living
things to work effectively together.
It is the process of identifying and grouping the work to be performed,
of defining and delegating responsibility and authority, and
establishing relationship to enable people to work most effective
together in accomplishing objectives.
These definitions point to the dual aspects of organization, as both function
and framework or a process and structure.
It is a human activity and, the same time, it is a group of people.
Its existence is by deliberate design and not by accident.
It exists because of an objective which it seeks to attain affectively and
efficiently.
Concepts of Organization
An organization is a structural process in which persons interact for
objectives.
This view of organization contains several important points.
First, the organization is always made up of people.
Second, the people in organizations interacts; that is, the people in the
organization are related to one another in some way.
The main concern of the economic/technological subsystem is one the
work to be done and the cost effectiveness of that work within the
specific goals of the organization.
 Although the focus of the human/social subsystem is on the
motivation and needs of the members of the organization and on the
leadership, provided for or required, it must be understood that
within
a system approach there is a clear thinking that changes in one
subsystem affect changes in other parts of the total system.
If the total system is healthy and functioning well, each of its parts
is effectively interacting with one another.
Third, the interactions of people are ordered by some structure that
can be described.
Fourth, the structured interactions are designed to achieve the
personal objectives of the people interacting.
In other words people join and/or participate in organizations in
order to achieve their own objectives.
The Organization Context
A complete understanding of organizational behavior requires both
an understanding of human behavior and the understanding of the
organization context with which human behavior is acted out.
The organizational context is the specific setting with which
organizational behavior is enacted.
Organization as Social system
For better understanding and appreciation of organization as a
means to productivity we have to look at the organization as an
all powerful molder of its members and we have to view the
individual members as being wholly free to pursue private goals
at the same time holding to his membership.
The individual freedom and the discipline of the organization
are two opposite ends.
As a social system, the organization comprises many interrelated
subsystem or groups which include:
a. the administrative/structural subsystem
b. the informational decision-making subsystem
c. the economic/technological subsystem
d. the human/social subsystem
The focus of the administrative/structural system is on authority,
structure and responsibility within the organization “who does what
for whom” and “who tells them to do what, when and why”.

The information /decision-making subsystem emphasizes key

decisions and the informational needs to keep the system going.
Human resources in Organizations: Its importance
The most important elements or organizations are the human
resources.
Economists have long recognized that human knowledge, skills and
abilities are significant determinants of organizational productivity.
Human resource is important from three related but different points
of view: in its capacity as management, its capacity as worker, and
in its capacity as determinants of technology.
As managerial resource
The economic progress of a nation or of individual organizations
depends upon the integration of human abilities with physical
resources and technology.
The integration rest on one factor – management.
The quality of the human resource engaged in management is a major
determinant of the productivity of employees and organizations.
As non-managerial resource
The human resource is also important in its non-managerial, or
worker capacity.
Without application of human effort, both physical resource and
technology, little productive value to other resources gives
organization their synergistic potentials.
Research has shown that the level of ability of human resources has
a major influence on the productive capability of a nation as a
determinant of technology.
 As determinants of technology
The human elements is still important from another standpoint.
Although human abilities are combined with technology, the human
resource determines the level of technology available to an
organization from any different viewpoint.
Features of Organization Affecting Behavior
Hierarchy of Authority
This is the vertical differentiation of authority.
In every organization some individuals carry out the orders of other
individuals, and the latter in turn carry out the orders of their
superiors.
 Organizations are hierarchically organized because this hierarchy
helps in supervising employees and in coordinating and making
decisions.
In a corporation, this could be very well elaborated as having ten or
more levels of authority while in partnership or single
proprietorships,
there may be less.
Rules, Procedures, Controls and techniques
No matter how loosely organized, all organizations have rules,
procedures, controls and techniques which are formalized and
officially enforced.
Rules are the answer to the problems of governing large organizations.
Rules have their most obvious form in shop rules governing personal
conduct and the union agreement which sets forth the mutual rights
and obligations of the contracting parties.
Rules may be formal and informal.
For example, in one local RTW factory where seamstresses are on a
piece –rate- system, the informal rule is each one should produce only
xxx units.
Anyone who produce more than xxx units is ostracized.
Standard Operating Procedure
Is a standardized way of responding to recurring problem situation.
This is sort of routinized behavior.
This has been found out to increase efficiency of an organization and
cut down the amount of needed supervision.
For example in the local RTW factory every time a ready-made-piece
comes short of specifications, the quality control personnel does not
wait for the boss for directions because he knows what to do.
Controls are summary measures of behavior, whether of machines or
of human.
These are primary means by which an organization remains close to
its chartered path.
We view control in organizations are:
1. a means of telling members what is expected of them
2. a means for ensuring that they do what is expected of them.
Techniques are oftentimes referred to as the “little method within a
method”.
They are also the standardized means by which given ends can be
achieved.
Again in the RTW organization, if the system of production can hardly
meet the goals it may look into operations research.
Or if the human climate is not very healthy and worker morale gets
way down below, then management could turn to human relation
technique.
Formality of Communication
In an organization, the work of each member is closely linked to what
some others are doing.
This makes it a matter of necessity to use a standardized, work-related
technical vocabulary.
This facilitates communication and rules out ambiguity and
misunderstanding.
The content of the interpersonal verbal communication too, tends to be
formal, work related and precise.
Within this context individuals conversing with one another become
conscious of the organizational roles they are playing.
The language used in an organization is quite different from the
language employed at home or in purely social settings.
And this reality affects anybody’s behavior.
Specialization of Functions and Division of Labor
How this organizational feature affects productivity was demonstrated
by Adam Smith many years ago.
In division of labor, work is divided so that no one is saddled with a
great burden, while in specialization, individuals are ask to
perform only a narrow range of functions so that they develop great
deal of performance.
The sociological implications of this is the greater the division of
labor, the greater the number of individuals required to perform it
and the greater the specialization of functions, the larger is the
diversity of personnel and the greater is the range of roles that are
played in the organization.
Employment of Skilled Personnel
A guiding principle for organization is to hire competent workers or
persons.
Much of the work in modern organization is fairly technical and
cannot be discharged by the untrained.
To force the work on the incompetent would be a waste of time.
Specificity of Purpose
Organizations have highly specific purposes.
A school is set up for the purpose of educating students;
a government bureau is set up to provide specific services to its
citizenry; a firm’s purpose is to produce and market goods and
services.
Informal Groups in the Organization
Informal groups arise and persist because they perform desired
functions for their members.
One function of informal organization is to perpetuate cultural values
which the group holds dear.
It also provides social satisfactions; it gives many recognition, status
and further opportunity to relate to others.
In order to meet wants and to keep its members informed of what is
taking place that must affect satisfaction of wants, the group develops
system and channels of communication.
Another function of the informal group is social control both internal
and external.
Benefits of Informal Organization
Although informal system have their disadvantages, they also bring a
number of benefits.
One is they blend with the formal system to make a workable system
for getting work done.
Formal plans and policies cannot meet every problem in a dynamic
situation because they are pre-established and party inflexible.
Some requirements can be met better in informal relations, which can
be flexible and spontaneous.
Dubin states,“ informal relations in the organization serve to preserve

the organization from self destruction that would result from literal
obedience to the formal policies, rules, and regulations and procedures.
A significant benefit of the informal organization is that it gives
satisfaction and stability to work groups.
It is the means by which workers achieve a sense of belonging and
security.
Interpersonal Relations in the Organizations
The individual in the organization behaves within the limits ascribed
to him in his job.
The organization prescribers the behavior to be followed by its
members with its defined roles to play and to each role are
expectancies in accordance to the impersonal roles of the organization.
The expected behavior of such roles acquires a social acceptability by
other members of the group.
The individuals’ adherence to organization standards is maintained
by discipline, rewards and punishment.
Discipline is the employed self-control to meet organizational
standards and objectives.
Employees themselves exert powerful influence on others in the
work group to behave accordingly.
The employment relationship is two-way: the organization does have
responsibilities towards the individual, but also the individual
bears responsibilities to the organization.
According to Davis employment is a mutual social transaction.
Each employee makes certain membership investments in his
organization and he expects profitable payoffs in return.
Organizational Culture
Culture is a set of living relationship working towards a shared goal,
it is no something you are, it’s something you do.
The culture decides the way employees interact at their workplace.
A healthy strong culture encourages the employees to stay motivated
and loyal towards the management.
The culture of an organization represents certain predefined policies
which guide the employees and give the a sense of direction at the
workplace.
Organizational culture refers to a system of shared meaning held by
members that distinguishes the organization from other organization.
Most large organizations have a dominant culture and numerous set
of sub-culture.
A dominant culture expresses the core values that are shared by
majority of organization members.
Thus when one talks of PAL courteous stewards, highly paid pilots
and strong unions what comes to mind together with the stereotype
of “ plane always late” or at times “prompt at last” is PAL.
San Miguel corp. boats of its expertise on employee benefits,
incentives and job continuity for the families of those already
employed.
Organizational culture has a set of key characteristics that the
organization value and share.
Recent research suggest that there are ten characteristics that capture
the essence of organizational culture.
1. Member identity: The degree to which employees identify with
the organization as a whole rather than with their type of job or
field of professional expertise.
2. Group emphasis: The degree to which to work activities are
organized around groups rather than individuals.
3. People focus: The degree to which management decisions take

into consideration the effect of outcomes on people within the

organization.
 4. Unit integration: The degree to which units within the
organization are encourage to operate in a coordinated or
interdependent manner.
5. Control: The degree to which rules, regulations, and direct
supervision are used to oversee and control employee behavior.
6. Risk tolerance: The degree to which employees are encourage to
be aggressive, innovative, and risk-seeking.
7. Reward criteria: The degree to which rewards such as salary
increases and promotions are allocated according to employee
performance rather than seniority, favoritism, or other.
 8. Conflict of tolerance: The degree to which employees are
encourage to air conflicts and criticism openly.
9. Means-end orientation: The degree to which management
focuses on results or outcomes rather than on the techniques and
processes used to achieve those outcomes.
10. Open system focus: The degree to which the organization
monitors and responds to changes in the external environment.
An organization current customs, traditions and general way of doing
things are largely due to what it has done before and the degree of
success it has had with those endeavors.
Culture Function
Culture performs a number of functions within organization.
First, it has a boundary-defining role, that it creates distinctions
between one organization and others.
Second, it conveys a sense of identity for organization members.
Third, culture facilitates the generation of commitment to something
larger than one’s individual self-interest.
Fourth, it enhances social system stability.
Culture is the social glue that helps hold the organization together
by providing appropriate standards for what employees should say
Work and Work Attitudes
Introduction
In the world of business and industry everything gets done through
people power and through the power of work all goals are achieved.
Then to say that work and workers have been and will always be the
indispensable partners of business and industry
toward achieving productivity and economic development is a truism.
But, what is work.
Work and Play
Work is what one should do and must do regularly, grimly and
purposefully.
Man is judge by his work and what he must do to deserve his leisure
and play.
Work is serious adult business that enables one to get ahead and make
a contribution to society.
Work is viewed as a means of attaining whatever one desires – and it

is best (a cultural value) that one has a great achievement motivation.

Work is a fundamental dimension of human existence.
It is a physical or an intellectual effort directed towards a desire end.
PROVERB - “ALL WORK AND NO PLAY MAKES JACK A
DULL BOY"
Definition: All work and no play makes Jack a dull boy is a proverb
which means that it is not good to work all the time and that people
Some writers have added a second part to the proverb: All work and
no play makes Jack a dull boy, All play and no work makes Jack a
mere toy.
Play is different. It is fun, an outlet from work, without serious
purpose except to make us happier, more efficient, more relaxed and
longer-lasting working human machines.
Perhaps we could gain greater insight into the problem of work by
looking at the different view on work.
A man’s view on work shapes his attitudes and influences his
behavior.
Attitudes are therefore, deemed an important variable as well as an
indicator of behavior in nearly all walks of life – religious.
Government, administrative, economic, commercial, industrial any
 P

Few would deny that attitudes are one of the major influence on
behavior.
Attitudes are formed in the interest of one’s goal and objectives.
Attitudes
Understanding attitudes
The importance and role of attitudes are stressed as central features in
psychology, sociology and related disciplines in business, management
and administration.
Almost every one regardless of the nature of his occupation or industry
is concerned with the concept of attitudes.
Work attitudes are the feelings we have toward different aspects of
the work environment.
Job satisfaction and organizational commitment are two
key attitudes that are the most relevant to important outcomes.
Positive attitudes
These are objects or ideas that we like and have a tendency to acquire,
such as money, diamonds, beauty, knowledge industriousness,
honesty, love for work, etc.
Negative attitudes
Are those we shun or dislike for they do not give any satisfaction.
Snakes, diseases, death or even dislike for work itself are examples
of negative attitudes.
 An attitude is a predisposition to react, positively or negatively,
to a person, place or circumstances.
It is therefore a tendency to respond and can be considered a
“leaning” in one direction or another.
There are two main elements in an attitude, the predisposition and
the direction of that predisposition.
Attitudes refer to the stand the individual upholds and cherishes
about objects, issues, persons, groups or institution.
Attitudes are feelings and beliefs that largely determine how
employees will perceive their environment, ,commit themselves to
intended actions and ultimately behave.
Attitudes always suggest a relationship between the person and object or
situation. These are learned. Not innate.
We do not come into this world possessing attitudes.
Attitudes cannot be seen or touch. But, they can be seen as
These are learned. Not innate.
We do not come into this world possessing attitudes.
Attitudes cannot be seen or touch. But, they can be seen as
preferences or intentions.
Attitudes maybe group into four fundamental types:
a. utilitarian
b. ego-defensive
c. value-expression
d. knowledge function
The utilitarian attitudes are adjustive ones that can be recognized
most easily in change situations.
Where old responses are no longer relevant to new situations,
When the old activities to be satisfying or a higher level of
aspiration is set, the way is prepared for a change in attitudes.
On the other hand, the individual may adjust by staying as he
is because he perceives this as more satisfying.
Ego-defensive attitudes protect the person from threats to the
ego and anxiety generated by them.
An introduction of new business procedures or change to
electronic data processing techniques, for instant, may be
perceived as a threat to one’s position in the company or even
as an attack on the person himself.
Value-expressive attitudes are those maintaining self-identity or
leading to self-expression and determination.
When old values no longer provide the basis for maintaining a good
self-image, change is fostered.
When the new attitudes are supported by new environmental
conditions, change can occur more readily.
Advertising agencies begin with a concept such as the “man of
distinction” and build up the image to serve clearly as a base for
identity.
Attitudes serving the knowledge function tend to promote
meaningfulness in all activity.
An individual strives to have completeness an clarity in what he does.
Ambiguity can lead to attitude change when the new patterns
provide more information about the problems.
An opinion is the expression of one’s judgment of a particular
set of facts, an evaluation of the circumstances presented to
him.
An opinion is a response to a specially limited stimulus, but
the response is certainly influence by the predisposition
with which the individual is operating, that is the attitude
structure.
Undoubtedly attitudes are basic to opinion as well as to
many other aspects of behavior.
Formation of Attitude
Attitudes of individuals are influence by the culture, by the larger
aggregates to which the individuals belong, and by primary groups.
This does not mean that any of these act independently; all the groups
relate one to the other.
Indeed, the family, as the most important primary group, has been
often referred to as the mediator of culture.
Cultural attitudes are interpreted by the family to the individual.
The community, the large group to which the family belongs, and
the society to which these larger groups belong all interact and are
interrelated in the influence on the individual.
The influence of groups in the attitudes of the individual is inversely
proportional to the distance of the group from the individual.
Primary groups are much stronger in their influence on the members
of that group; large aggregates has less influence.
Attitude Change
Motivation and learning are fundamental in this area as in others.
Attitudes develop as the result of an arousal of a need and then are
shape specially through the process of leaning.
Thus, it is important to remember that a need to change is present
for attitude change.
In discussing attitude change, let us focus on work attitudes.
Studies have shown that much of the causes of low productivity, low
morale and failure in human relations are due to poor attitudes.
The secret to attitude change is change in the value system.
Intellectual attitude towards the work system is easy to change for
with reason and logic we can change one’s mind.
But what about attitudes of emotional content?
Most of our poor attitudes towards work arises from our emotion or
feelings.
It is not easy to change one’s feelings as we change one’s mind.
For example, a worker does not maximize his potential towards his
work because of his feeling that his boss does not like him or he is not
good as the others who have higher educational attainment than he
To change value system we have to look into the persons background.
To understand the root of his attitude towards his work:
First we have to consider the family influence which has strong
impact on such attitudes.
Often we adopt our parents’ values. We are Roman Catholics because
our parents came from Roman Catholic family.
Second, the class structure of our country.
This is a determinant of many of our values which affect our attitudes.
Researchers have shown that you can forecast with a certain degree of
accuracy the value system of people by knowing their class status in
the community, their folkways and more –thus their attitudes.
Third is experience. An individual may be a male or female, Chinese
or American mestizo, college graduate or high school graduate , doctor
or businessman, or whether he grew up in the rural area or has been
raised in the city.
All these and many more can be a case in point on how varied values
can be, therefore varied attitudinal reaction towards work situations.
Morale is the summation of the attitudes of the individuals making
up the group.
Morale and job satisfaction are closely tied to the basic concepts of
attitudes and motivation.
A job attitude is a tendency to respond to aspects of the job positively
or negatively.
Job satisfaction is based on job attitudes but is somewhat broader in
that job satisfaction relates how the job fits into the total picture of the
person’s functioning.
Work
Concept of Work
Work is a means to social progress and culture, by Calvin Coolidge
expresses this from an intellectual angle.
Among the ancient people work was not a pleasant sort of thing.
Through history there has always been an underlying
element of fatigue and monotony in work. This is borne by the terms
applied to it.
Labor – in Latin signifies trouble, distress and difficulty.
Travail – in French originally denotes a three-pronged instrument of
torture employed by Roman legions,
It means
a : work especially of a painful or laborious nature : toil.
b : a physical or mental exertion or piece of work : task, effort.
c : agony, torment.
Classification of Work
Human work is classified as physical or mental, sedentary or
muscular.
Sedentary work involves control, timing and direction of activity,
while in muscular work, the main consideration is mechanical force.
 Classification of Work
In classifying work introduces the concept of mind and body.
All human work involves the physiological machinery of the body.
All work can be differentiated in terms of the extent to which it
involves higher mental processes.
Mental work refers to those types of activities in which remembering,
thinking, reasoning, judging, etc., are involved.
Physical work refers to those activities where speed, coordination
and intensity of macular responses are the concern of the individual.
Blue Collar and Knowledge Worker
This focuses on two groups – the blue-collar or manual workers and
the knowledge workers.
Knowledge workers include accountants, clerks, programmers, supervisors and
executives.
The blue-collar workers include all those who account for direct labor costs.
 Knowledge workers include accountants, clerks, programmers,
supervisors and executives.
The blue-collar workers include all those who account for direct labor
costs.
Mental and Physical Attitudes of Work
Different people would classify workers under different terms
depending upon their background.
One thing we should realize is that whatever the work be, the
individual does not only engage in muscular and motor activities but
also uses his memory and judgment. And that a person works,
characteristic changes take lace in the body function and behavior.
,, Elements of Work
We note also that from the expressions of different persons with
different calling and of different nationalities are found common
elements manifested in work – urge or motive; purpose or objective;
commitment or love; and perception or understanding.
A scholarly definition of work “is the utilization of physiological and
mental processes to achieve a goal or accomplish a task”.
A cognitive orientation, “work is serious adult business that enables
one to get ahead and make a contribution”.
It is what one should do and must do regularly, grimly and
purposefully.
This serious activity involves four elements. These elements are in the
word work itself:
W – WILL POWER …….. desire; motive; urge
O – OBJECTIVE ……….. aims; target; goals
R – RESPONSIBILITY … commitment; love; reliability
K - KNOWLEDGE ………. perception; understanding;
wisdom
Will power
It is the faculty by which rational mind chooses its end of action and
directs energies in carrying out its strong determination.
It is the tendency of an individual to do something, without being told
or directed by any body.
Objective
By objective is meant a goal or an intended purpose which defines
the scope and direction of efforts.
In work organization objective or goal implies cooperative team work
of a group of association of persons under the guidance of a leader.
Objectives, whether individual or groups are not static.
They shift with time, place and circumstances in response to the

influence of growth and expansion of the business, shift in population

and the public acceptance or favor enjoyed by an individual
or by an enterprise.
 Responsibility
It may be define as the obligatory duty to which a person is bound
by reason of his status, occupation or assigned task.
Embodied in this definition are three main elements of conduct:
namely compliance, obedience, and dependability.
Compliance means action in conforming with directives that flow
down from supervisors to subordinates.
Obedience means submission to the guidance of an authority. This is
responsibility for person.
With reference to dependability – this means reliability and
trustworthiness. This is confidence that develops when the tasks
are commensurate with capabilities. This means responsibility for duty.
Knowledge
This is a person’s range of information which includes theoretical or
practical understanding.
This is the mental equipment that enables man or the worker to
understand clearly the objective, the nature of the work, the
requirements of the job or if he has full knowledge of the task he
can participate with pleasure in the intellectual and emotional
experience.
Dimension of Work
Objective and subjective point of view.
Work can be discussed from two point of view – the objective and
subjective.
Work in the objective sense refers to the various ways and processes
of achieving the purpose.
Work in the subjective sense refers to the processes whereby man
manifest and confirms himself as one who controls all activities –
mental and physical. In behavior science our main concern is the
subjective value.
Work in its subjective dimension must take into account the personal,
familial and societal sphere.
Ethics of Work
Even in ordinary conservation it is difficult to divorce discussions of
work from a moral or ethical perspective.
Let’s talk about ethics – the systematized principles of morally.
Moral obligation
A good work ethics that instill in everyone a sense of satisfaction, in
doing one’s best, could be a key factor in self- actualization and
fulfillment of the goal for national progress.
We may have all the components needed to progress but the absence
of a strong moral obligation within the individual and among our
people to make their best contribution to the cause, may postpone, if
not altogether thwart personal satisfaction and emotional success.
Honesty. In all history; we read or even around us we observe, that
the most powerful people are those who work hard enough and
honestly enough to fulfill themselves and thus make contributions to
national growth.
An individual may have the best blue prints for development and
they may be good to start with, but, if lacks the will to pursue them
honestly, he may never get off the ground.
One who lacks will, lacks the commitment of the true believer in
hard and honest labor.
Worker Efficiency. This involves the balancing of self-efficiency,
group-efficiency.
Self-efficiency. It means using our abilities in order to bring optimum
results with least waste and strain.
To become efficiency minded, one must keep three aspects in mind
as general objectives. Like a three-legged stool, it takes all three
aspects to balance one’s efficiency.
These general objectives are:
Self-efficiency: self awareness and self development to realize ones
aspiration.
Group-efficiency: Human relations, team work and social efficiency.
Things-efficiency: Work methods that spend time and effort.
These aspects are numbered 1, 2, 3, since all aspects are important
although the relative importance of each will vary with the situation.
Social or group-efficiency takes in the broad field of human relations
– getting along with fellow workers and others with whom you come
in contact as you perform your job.
This also includes getting along with groups that follow different
religions, are of various occupation level have other hobbies or
Efficiency with things. For a newcomer training for a new job, things-efficiency
may be more important for the time being.
When starting to do actual work , these group efficiency rises in importance.
And after he is getting along on the new job, more emphasis may be given to
self-efficiency to further develop one-self in order to qualify for higher and
better positons.
The “things "are easiest to be efficient with because they are tangible
and can be observed without any abstract thinking like preparing
financial statements.
Moving tables, and chairs for more efficient work flow.
There are of course some intangible which go with it.
Feelings and attitudes of workers may have been hurt.
The self and group objectives in personal efficiency deal with such
intangibles.
Factors Affecting Worker’s Efficiency and performance
A. Personal Characteristics
1. Age. The relationship between age and job performance
may be an issue of increasing importance during the next
 There is a widespread belief that job performance declines with
increasing age.
The Social Security System (SSS) has limited the age retirement,
at least 60 years old and separated from employment or has
ceased to be an SE/OFW/Household Helper (optional retirement);
at least 65 years old whether still employed/SE, working as
OFW/Household Helper or not (technical retirement);
2. Gender
There are few difference between males and females that will
affect their job performance.
There are for instance, no consistent male-female differences in
problem-solving ability, analytical skills competitive derive,
 On absences and turnover rates, some evidences show that females
have higher turnover rates while others have found no difference.
On absences, women have higher rate of absenteeism than men do.
3. Marital status
Consistent research indicates that married employees have fewer
absences, undergo less turnover and are more satisfied with their
job than their unmarried workers.
4. Number of dependents
There is very strong evidence that the number of children an
employee has is positively correlated with absences among females.
5. Tenure
There is no reason to believe that people who have been on a job are
more productive than are those with less seniority. Studies
demonstrate seniority to be negatively related to absenteeism.
Ability
Ability refers to an individual’s capacity to perform the various tasks
in a job.
Everyone has strengths and weaknesses in terms of ability that make
him or her relatively superior or inferior to others in performing task
or abilities.
Personality
Are certain personality types better adopted for certain job types?
Personality traits are enduring characteristics that describe an
individual behavior.
There are major personality attributes influencing organization
behavior namely locus of control, achievement orientation,
authoritarianism, self-esteem, self monitoring and prosperity for risk
taking.
Learning
Learning is a life process. It occurs all of the time.
Acquiring a complex set of sophisticated skills is a result of change
that comes from learning.
An understanding of how people learn is very important because it
will help people explain and predict behavior.
A generally accepted definition of learning is “ any relatively
permanent change in behavior that occurs as a result of experience”.
Psychologists have some theories of learning to explain how one
acquire patterns of behavior.
They are classical conditioning, operant condition and social
learning.
 Classical Conditioning
Classical conditioning may be defined as a type of learning in which
a stimulus acquires the capacity to evoke a response that was
originally evoked by another stimulus.
A stimulus is something that incites action.
An example of stimulus is “demotion in rank”.
The respond could be “a law suit”.
An illustration of classical conditioning is as follows:
When a horse is trained to pull a calesa or carromata, the trainer is
confronted with the problem of how to regulate the speed of the
horse.
The trainer uses a whip to make the horse run faster.

Before the trainer strikes the horse with a whip, he taps the wooden part of the rig
as a preliminary move.
The trainer uses a whip to make the horse run faster.
Before the trainer strikes the horse with a whip, he taps the wooden
part of the rig as a preliminary move.
The horse reacts positively whenever a strike is made by a trainer.
Later, whenever the trainer taps the wood, the horse reacts quickly
without waiting for the whip to perform its function.
The reaction of the horse towards the wood tap is called
“conditioned response”: and the process is called classical
conditioning.
Later, whenever the trainer taps the wood, the horse reacts quickly without waiting for the whip to perform
its function.
The reaction of the horse towards the wood tap is called “conditioned response”: and the process is called
classical conditioning.

For example, whenever you come home wearing a baseball cap, you take your child to the park to play.
So, whenever your child sees you come home with a baseball cap, he is excited because he has associated your
baseball cap with a trip to the park. This learning by association is classical conditioning.

The application of classical conditioning in the workplace is too important to be ignored.

For instance, it was one Monday morning in a typical factory, when Mr. Honesto Luna was called by his manager to the
office and he was asked why his last week’s output was very low.
All throughout the interview Mr. Luna felt nervous and very uncomfortable. Seven days later, and it was Monday
morning again and Honesto begins to feel nervous and uncomfortable. He can hardly concentrate on his job.
In this case, the original stimulus is the Monday morning when Honesto was confronted by the boss.
Honesto’s response was that he felt nervous and uncomfortable. Any Monday is a neutral stimulus, but it becomes
a conditioned stimulus when paired with the original stimulus.
Operant Conditioning (behavioral modification)
Operant conditioning may be defined as a type of learning where
people learn to repeat behaviors that bring them pleasurable
outcomes.
For instance, employee receives cash reward every time he exceeds
his assigned targets ( e.g. 100 units of table per month), it is very
likely that he will repeat such behavior.
In the same light, is a salesman who achieves the minimum sales
requirement for a given period is allowed to use a company vehicle
in his daily rounds, it is also very likely that he will avoid doing
something that will reduce his sales output .
Both the employee and the salesman have learned to behave through
operant conditioning.
The difference between classical condition and operant conditioning
is classical conditioning involves adjustments to events (or stimuli,
whether conditioned or otherwise) over which the concerned person
has no control while operant conditioning involves adjustment to
situations in which the actions of the person determines what happen
to him.
While classical conditioning is training dogs to salivate to the sound
of a metronome, operant conditioning is training them to sit by
giving them a treat when they do.
Social Learning
Social learning may be defined as the process of observing the
behavior of others, recognizing its consequences, and altering
behavior as a result.
One of the way by which people learn is through social contacts
with other people.
Under social learning, employees only spend enough time to learn
exactly what they need, with minimal interruption to their daily
workflow. Finally, social learning enhances corporate culture and
fosters workplace collaboration.
Human are naturally social beings who need to feel part of a group.
It is a process of social change in which people learn from each other
in ways that can benefit wider social-ecological systems.
For instance, an employee pays much attention to his boss, a highly
successful person , whenever he speaks or just plain moving around
the office.
The brief encounters with his boss gave the employee the opportunity
to understand and apply some ideas shared by the supervisor.
An example is watching the boss perform the right way to
communicate with customers.
Social learning may be done in three ways namely:
1. by observing what happens to other people
2. by being told about something
3. through direct experience
The most common (and pervasive) examples of social learning
situations are television commercials.
Commercials suggest that drinking a certain beverage or using a
particular hair shampoo will make us popular and win the admiration
of attractive people.
The Changing Concepts of Work
Our work defines the image we have of our selves. A man’s
occupational role from a large part of his self-concept;
he defines himself in large measure in terms of the way he earns
his live. Work can shape personality.
Motivation
The most common view of motivation is that human beings are
rational animals motivated by money and other material reward.
And for many people in different situations, money is important.
However, some people place greater value on social approval,
prestige, and status than on money.
Different people want and need different things in different
situations at different times.
In the job situation, the worker may be seeking satisfaction of his
material needs, his social needs, his needs for self-esteem, respect
from others, and self-fulfillment.
Promotions
We often fail to realize that promotions to higher levels of responsibility,
reward and status can have disastrous effects.
These promotions usually occur during the age range of 38 to 45 when
many persons have to deal with many disturbing psychological and
social problems characteristic of the middle year.
Every change, even a change for the better, is experienced
psychologically as a loss.
Often in promotions, the price for higher authority and status is the loss
of friendships as well as the loss of psychological support of one’s
peers, increased loneliness because there are fewer people in whom
one can confide, and increased uncertainty because of the new and
often difficult kinds of problems to be solve.
The higher one rises in the hierarchy, the more ambiguous are the
criteria for evaluating effectiveness since accomplishment are the
result of joint efforts and there is a time lag between effort and result.
These uncertainties increase anxiety.
In this connection Lawrence Peter cautioned that “promotions up
the ladder may remove the individual from his level of competence
and place him at his level of in competencies … as a number of
individuals arrive at their level of incompetence, deadwood
accumulates, inefficient bureaucracies, grow, quality deteriorates,
company fail, mediocrity triumphs”.
The Peter Principle states that, if you perform well in your job, you
will likely be promoted to the next level of your organization's
hierarchy.
You will continue to rise up the ladder until you reach the point where
you can no longer perform well.
The Peter Principle is an observation that the tendency in most
organizational hierarchies, such as that of a corporation, is for
every employee to rise in the hierarchy through promotion until they
reach a level of respective incompetence.
Fear of Failure
Executives especially struggle with strong feelings that they dare not
express; fear failure and guilt of success.
This guilt of success reflects the hidden feelings of unworthiness
or inadequacy that many individuals carry
deep inside themselves from earlier stages of development and
these are reactivated and reinforce in the transition.
Work Loss
Although changes in work roles can cause difficulties, the loss of
work can be disaster.
Lost of work is both a cause and an effect of loss of dignity.
The loss of work can undermine the very structure of personality.
Thus it is important that we look at ourselves honestly and ask
ourselves what we really believe because our beliefs and attitudes
lead us to behave in certain ways that may have serious unintended
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